Safety climate has a significant impact on safety motivation. Most prior studies focused on how motivated employees are in a unidimensional safety motivation scale, but they have overlooked why employees are motivated to work safely. The self-determination theory (SDT) is adopted in the present study to investigate how safety climate factors can predict different types of motivation (i.e., intrinsic, identified, introjected, external), consequently, affecting safety performance. There were a total of 392 respondents from questionnaire surveys that were undertaken in both the Chinese and Malaysian construction industries. Multigroup confirmatory factor analysis (MGCFA) and path analysis were performed and achieved an invariance model fit across samples. Safety competence and supportive environment were identified as the most important factors that predict intrinsic and identified motivation in the Chinese sample. On the other hand, safety commitment and safety communication were identified to predict intrinsic motivation in the Malaysian sample. In the Malaysian sample, intrinsic motivation predicted not only safety participation but also safety compliance. This was explained by their “self-leadership,” which exerted responsibility and autonomy to the employee’s own safety. The present study contributes to the body of knowledge by revealing the interplay mechanism of different types of safety motivation (multidimensional) in the relationship between safety climate and safety performance. The application of MGCFA and path analysis advances the existing literature by enabling the identification of safety climate factors that can predict types of safety motivation and safety performance. Moreover, the comparison of results between two countries extends the body of research on safety motivation with a cross-cultural perspective. These findings provide practitioners with a guideline to make a more precise assessment of employees’ types of motivation based on which measures can be taken to improve safety management and safety performance, either in domestic or multicultural work teams.

There was a sudden shift in the way people work during the COVID-19 pandemic. To keep business continuity, many organizations have implemented a remote working policy for employees to work from home. Strategic facility management (FM) acted to support remote working policies by developing organizational norms in an organization. Meanwhile, the human resource (HR) department chose to achieve business performance while remote working by gaining job motivation among employees. However, there is limited understanding of how well organizations adapted to the remote working policy, and what are the critical factors affecting their remote work performance. The present study aimed to explore the effect of organizational norms on remote working, on remote work productivity, and organizational commitment among Thai employees. The study conducted an online questionnaire survey to a total of 414 Thai employees from various corporate offices. Hierarchical component modeling was applied and achieved a good model fit on the measurement and structural models. Results indicated that organizational norm has a significant effect on perceived productivity and organizational commitment, while sustaining work demand. Moreover, employees’ job motivation can sustain employees’ commitment to the organization in a remote working context. These findings proposed the strategic FM guide, through which a remote working policy can further enhance FM practice.

Corporate social responsibility (CSR) reporting is gaining importance in the construction industry as an effective tool to communicate social citizenship. Despite the increasing attention on the role of the construction industry in disaster resilience, CSR reporting on resilience issues among construction practitioners has yet to be explored. The present study adopted the concept of disaster risk management and stakeholder theory and first established a CSR-resilience evaluation framework with 20 resilience issues and 46 indicators through a modified Delphi technique. Thereafter, a sample of 295 international contractors was selected from the Engineering News-Record (ENR) list from 2014 to 2018, and a systematic content analysis approach was conducted to analyze their CSR-related reports and compare the corresponding results among regions. Results indicated that Asian and Middle Eastern contractors have the highest and lowest levels, respectively, of CSR reporting on resilience issues. Clients’ and governments’ concerns were given the top priority by all regions, except Chinese contractors emphasized the client’s and community’s concerns. Asian and Chinese contractors showed a higher emphasis on the community’s and employees’ concerns than those of partners and suppliers, whereas the European, US/Canadian, and Middle Eastern contractors showed otherwise. The present study contributed to filling in the gap to establish a CSR-resilience indicator system for the construction industry and provided a useful reference to comprehensively understand and measure the CSR reporting on resilience issues by the construction industry.

The positive influence of owners’ safety management on the safety performance of construction projects has gained significant attention. Considerable research has been performed to examine the relationship of owners’ safety leadership (SL), safety culture (SC), and safety management behavior (SMB). However, there is a lack of understanding of the mechanisms of influence of owners’ leadership–culture behavior (LCB) and recommendations to improve owners’ safety management behavior. This study developed the influence mechanism of owner LCB and explored the optimal intervention plan to improve owners’ SMB. First, a longitudinal survey was undertaken, which included more than 2,000 construction projects across China, to collect data. Subsequently, a Bayesian network (BN) was constructed to characterize the influence mechanism of owner LCB. Finally, the effects of different intervention plans on SMB were compared. The results proved that the owners’ SL had considerable effects on behavioral improvement when SL and SC were at low levels, whereas SC became prominent when SL and SC were at medium or high levels. This shows that safety leadership and safety culture successively play a role in behavior improvement. Additionally, the combined improvement of role modeling and safety training achieved the best improvement effect on SMB in case projects, which reveals that a combination of safety leadership and safety culture plays a greater role in behavior improvement. This study contributes to the LCB approach and proposes a selection scheme for intervention measures to improve owners’ safety management behavior.